• CMS rates this facility 1/5 stars (below average)
• Has 134 certified beds with an average of 127 residents per day (95% occupancy)
• Last health inspection found 13 deficiencies (inspected Feb 12, 2025)
• Has been fined a total of $268,528 across 2 fine(s)
• Total nursing staff: 3.17 hours per resident per day
• Staff turnover rate: 37.9%
Acadia St Landry Nursing & Rehabilitation Center is a 1-star Medicare and Medicaid certified nursing home in Church Point, Louisiana with 134 certified beds. It has been operating since 2002. The facility scored below average compared to Louisiana facilities.
Ensure residents have reasonable access to and privacy in their use of communication methods.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Give residents notice of Medicaid/Medicare coverage and potential liability for services not covered.
Protect each resident from all types of abuse such as physical, mental, sexual abuse, physical punishment, and neglect by anybody.
Coordinate assessments with the pre-admission screening and resident review program; and referring for services as needed.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure residents do not lose the ability to perform activities of daily living unless there is a medical reason.
Provide safe, appropriate dialysis care/services for a resident who requires such services.
Ensure drugs and biologicals used in the facility are labeled in accordance with currently accepted professional principles; and all drugs and biologicals must be stored in locked compartments, separately locked, compartments for controlled drugs.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
Administer the facility in a manner that enables it to use its resources effectively and efficiently.
Provide and implement an infection prevention and control program.
Make sure that a working call system is available in each resident's bathroom and bathing area.
Immediately tell the resident, the resident's doctor, and a family member of situations (injury/decline/room, etc.) that affect the resident.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure services provided by the nursing facility meet professional standards of quality.
Provide appropriate foot care.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
Properly hold, secure, and manage each resident's personal money which is deposited with the nursing home.
Keep residents' personal and medical records private and confidential.
Honor the resident's right to a safe, clean, comfortable and homelike environment, including but not limited to receiving treatment and supports for daily living safely.
Encode each resident’s assessment data and transmit these data to the State within 7 days of assessment.
Ensure a qualified health professional conducts resident assessments.
Develop and implement a complete care plan that meets all the resident's needs, with timetables and actions that can be measured.
Provide safe and appropriate respiratory care for a resident when needed.
Ensure medication error rates are not 5 percent or greater.
Ensure drugs and biologicals used in the facility are labeled in accordance with currently accepted professional principles; and all drugs and biologicals must be stored in locked compartments, separately locked, compartments for controlled drugs.
Ensure menus must meet the nutritional needs of residents, be prepared in advance, be followed, be updated, be reviewed by dietician, and meet the needs of the resident.
Procure food from sources approved or considered satisfactory and store, prepare, distribute and serve food in accordance with professional standards.
+ 16 more deficiencies
Staffing hours per resident per day. The black line shows the national average.
Quality measures as percentages of residents. Lower is better for all measures.
| Name | Role | Type | Ownership % | Since |
|---|---|---|---|---|
| 1926 LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 30% | Jul 15, 2022 |
| ALL THERAPY MANAGEMENT LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 30% | Jul 15, 2022 |
| CARE POINT LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 15% | Jul 15, 2022 |
| JCOM LLC | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Organization | 10% | Jul 15, 2022 |
| LEBLEU, DALTON | 5% OR GREATER DIRECT OWNERSHIP INTEREST | Individual | 15% | Jul 15, 2022 |
| CASTILLE, MICHAEL | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 8% | Jul 15, 2022 |
| COON, STEVEN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 8% | Jul 15, 2022 |
| HENRY, JOHN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 10% | Jul 15, 2022 |
| HENSGENS, BRIAN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 15% | Jul 15, 2022 |
| HENSGENS, CRAIG | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 15% | Jul 15, 2022 |
| LEMOINE, SHANNON | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 8% | Jul 15, 2022 |
| PRICE, TEDDY | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 15% | Jul 15, 2022 |
| VANHOOK, STEPHEN | 5% OR GREATER INDIRECT OWNERSHIP INTEREST | Individual | 8% | Jul 15, 2022 |
| HENSGENS, CRAIG | OPERATIONAL/MANAGERIAL CONTROL | Individual | N/A | Jul 15, 2022 |
| HENSGENS, CRAIG | CORPORATE OFFICER | Individual | N/A | Jul 15, 2022 |